Presentation

Introduction – Pam and Peter– What is KM (clarity)– Why is KM important (motivation)– KM model (organizing model for the ‘how to’ part of presentation)

DW and KM case study (context) Greg– What was the ‘itch’?– How did we scratch it?

How to design and implement KM (John, Pam, Peter)– Creating a culture of contribution – John– Leveraging knowledge acquisition, capture, storage/retrieval, use/sharing, application through

people, process, and tools (P&P)– Designing a technology system for Knowledge Management– Measuring impact

Conclusion – how would we grade our effort/what would we do differently – Greg?

Institutional Knowledge Management:

Leveraging Your Firm’s Most Valuable Asset

ASLA Annual Conference - September 10, 2010

Objectives

1. Create a common understanding of the concept

‘knowledge management’.

2. Communicate the importance and value of

managing knowledge as an organizational asset.

3. Introduce a model that will help you address knowledge

management in your firm.

4. Share some ‘lessons learned’ from the KM efforts

of other organizations.

?What is Knowledge Management?

Knowledge has been managed since the dawn of man…

Environment

Discovery

Application

Sharing

Leveraging

Capturing

Capturing

Capturing

Knowledge Management is a Process

Environment

Discovery

Application

Sharing

Leveraging

Capture

Measure

?Why is Knowledge Management Important to Me?

KM Value Proposition

Knowledge Management is rooted in the idea that efficiency

and effectiveness can be improved, resulting in a competitive

advantage through leveraging the collective wisdom and

experience or the organizational community.

Knowledge Management is a strategic approach for

leveraging how an organization acquires, captures,

stores/retrieves, shares, and benefits from its knowledge assets.

An acre of land…

1930’s = 26 bushels of corn per acre

1990’s = 125.5 bushels of corn per acre

Knowledge Management is a concern at this time because…

Firms compete on the basis of knowledge

Time lost to “reinventing the wheel

Knowledge loss due to attrition

Information explosion

Wasting time, wasting money

Reinventing the wheel

Knowledge is walking out the door

Information explosion

Wasting knowledge is wasting money

You may be wasting 70% or more of the money you spend on staff development

What was the itch?

The Dilemma

How to “Foster a Culture” that Leverages the Collective

Knowledge, Wisdom and Experiences of the Firm

Knowledge Resources Were:

– Non-Integrated and Disorganized

– Unshared and Under Utilized

– Not Strategically Driven

– Not Practiced Systematically

30% of Project Time Spent Reinventing Existing Knowledge!

Rewards and Risks

Rewards:

– On-Going Staff Growth and Leadership

– Enhancement of Design Solutions

– Sustainable Competitive Advantage

– Increased Effectiveness and Efficiency

Risks:

– High Cost / Low Return

– Distraction from Core Business

– Becomes the “end” not the “means”

– Failure to Make it Stick

Marshalling Support

Investigation of Best Practices

Link KM to Firm’s Core Values

Compelling Value Proposition

Support from Top Leadership

Communicate!

Aligning the Effort

Strategic Objectives– Maximize the value we deliver to our clients.– Attract and retain the best people.– Develop practices that increase our ability to deliver quality design.

Don’t confuse action with progress.

Aligning the Effort

Measures of Success– More time on design / less reinventing the wheel– Better leverage of talent between offices– Increased staff retention– Attract the best clients / project opportunities– Proprietary knowledge is more evident in our projects

Building the Team

Executive Sponsor Stakeholder Engagement

– Practitioners– Technical Experts

Small Steps Celebrate Success

Strategy and Priorities

Multi-Year Implementation Plan– Low Cost / High Reward

Build on Existing Assets– Create of KM Leadership Team– Complete GAP Analysis (annually)– Assess Current Tools and Technologies

Focus on People and Process– Implement Practice Forums– Promote a “Culture of Contribution”

Invest in Tools and Resources– Implement Knowledge “Portal”– Hire Digital Librarian– Invest in “Stand Alone” Learning Capabilities

Measure Results and Adjust

Monitoring the Effort

Establish Clear Metrics

Assess Progress Regularly

– Quarterly Reports

Adjust Course as Required

– Annual Gap Analysis

– KM Leadership Team

Measure Again

The Staff’s View of Knowledge Management

How DW Successfully Changed Organizational Culture

A Leaders Guide

The genie and the three wishes

The boss needs to go first

The Staff’s View

• Why KM? Remedy what? What is the risk?

• Where do you want us to be?

• What initiatives will help us get there?

• Is the ‘load’ of change reasonable & within capabilities?

• How will you lessen the ‘friction’?

• What projects do we need to know about?

• What’s in it for me?

PartWhy? What? How? My Role WIIFM

Where Change Starts

Oh Sh** – things are not working, the world has changed, we’re toast, expectations are not being met creates…

Survival anxiety - Fear, shame, loathing and guilt associated with status quo. Challenge of change creates…

Learning anxiety - Inability/unwillingness to change because (1) it requires unlearning and temporary incompetence, (2) loss of power or status, (3) loss of group membership, (4) loss of identity.

Hence potential resistance to change.

Change risk is a function of:

– Poor sponsor involvement

– Project objectives not clearly defined

– Ineffective communications to stakeholders

– Lack of perceived/real support from key stakeholders

– Project benefits not understood

– Lack of patience

Change Risks

What People Pay Attention To:

1. Leader attention, measurement, rewards and controls

2. Leader reaction to critical incidents

3. Leader role modelling, coaching

4. Criteria for recruitment, promotion, and termination

5. Formal and informal teams/groups

6. Systems and procedures

7. Organization authority design and structure

8. Stories and myths about key people and events

9. Formal statements, charters, creeds, codes of ethics

80-90% is determined by the first

three points

Creating the Blueprint

Change behavior = change environment

– Means & ends

Address Capability gaps

Align expectations and recognition

Expectations

VisionStrategic Direction

Tactical PlansSMART Goals

Capabilities

Process DesignUse of Technology

TrainingStructure

Mgmt Process

Income & SecurityChallenge & Growth

ParticipationRetention

Incentives & Rewards

CustomersStakeholders

Recognition

“Begin the day with a sense

of purpose, end the day with

a sense of accomplishment.”

Barriers to Change Acceptance

Non-compelling Message

No HIKIWI

SILimited involvement & contribution

Conflicting priorities

Distance & diversity issues

No HIKIWISI

No Compelling message

No D.O.V. or success metrics

Weak link to strategyR&R conflict

Too much to do

Cultural Issues

Designed in a vacuum Weak leader commitment

Lack of patience

Building Commitment

Awarenessof desired change

“Yeah, I saw the memo”

Commitmentto personal change

“OK, I’m ready to do it the new way”

Internalizationof new behaviour

“This is the way we do things here”Stages of Individual Behavior

Change & Commitment

Understandingof change direction

“I understand where we need to go”

Information with some involvement sufficient here

Translationto the work setting

“I know how we need to do our jobs differently”

Significant involvement needed

Plotting Shifts in Commitment

Managers

Senior Team

HR

Employees

Project Sponsor

Key Players No Commitment

Let It HappenHelp It HappenMake It Happen

XO

X O

X O

X O

XO

Key:

X = Starting Point O = Minimum req’d commitment

The Transition Curve

Con

fiden

ce

Time

“I’m not sure I know what’s going on”

“I feel overwhelmed”

“I can handle this”

“We can’t do this. It won’t work. We’re not allowed”

“Actually, things might get better”

“This could be a better way of doing it”

“This way is more effective”

Communication ToolsL

eve

l of c

han

ge

Leader involvement

Tell Sell Consult Join

Awareness

Understanding(and Action)

Acceptance/Alignment

Ownership/Engagement

Newsletters, emails, memos, letters, notices

Booklets, planning sessions, presentations,

videos, intranets

COPs, working parties, involvement schemes,

individual pages

Working sessions, 1-to-1 conversations,

workshops, coaching

DW – Doing it Right

1. Met regularly to discuss the why and what of org changes

2. Employees got open and honest communication

3. Constantly reinforced goals and vision of KM

4. Found ‘bright spots”, built on positives

5. Established KM Metrics

6. Fostered culture of contribution

7. Regular meetings to discuss progress

8. Involved employees in decisions about what’s best for them

9. Insured training was available for needed new skills

Tolerate Customization

Knowledge is an organizational resource

Not all knowledge is created equal: Don’t dilute the important with the trivial

Don’t dilute the important with the trivial

Create Knowledge Connections

Create ‘Tipping Points’

“… the levels at which the momentum for change becomes unstoppable.”

Critical Mass

Critical Mass = a point, amount, or situation at which change occurs

Create Momentum

Buy in = commitment to achieving a shared goal

Get ‘buy-in’

Reinforce Learning

70% of all learning transfer fails due to lack of reinforcement.

Don’t spend a red cent…

Make concepts ‘sticky’

Guided Practice

Directed Learning

Reinforcement tools

Technology: Do you have a KM system?

This is a Knowledge Management system.

Typical Situation: Knowledge is in Silos

Strategy #1 = Consolidate your Resources

Balance structured vs. freeform data

Create a Wiki

Enterprise Search

Paper File Management

Learning Management System

Microsoft Sharepoint Portal

Focus your Knowledge Environment Strategy

Choosing a Portal

1. High End Systems1. Oracle2. IBM Websphere3. SAP

2. Open Source Systems1. Apache Jetspeed2. iPorta3. Liferay4. Redhad CCM

3. Mid-Range Systems 1. Microsoft Sharepoint

1. MOSS2. SPS

?

Criteria to look for

1. Single sign on2. Integration of multiple functions3. Ease of setup4. Documentation5. Out of the box featuers6. Portlet API7. Customization8. Personalization9. Access Control10. Federation from multiple data sources11. Licensing: server, database, portal12. Hosted vs. Servers in-house

Technology is less than HALF the solution!

Prepopulate to reach a Tipping Point

Reward Contribution

Communicate Updates

Have SME’s Take Ownership

Capture Information in the Project Process

Measurable Results